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The aim of this book is to present qualitative aspects of logistics operations and supply chain management which help to implement the sustainable policy principles in the companies and public sector’s institutions. Authors in individual chapters address the issues related to reverse network configuration, forward and reverse supply chain integration, CO2 reduction in transportation, improvement of the production operations and management of the recovery activities. Some best practices from different countries and industries are presented. This book will be valuable to both academics and practitioners wishing to deepen their knowledge in the field of logistics operations and management with regard to sustainability issues.
"This book explores the recent advancements in the areas of lean production, management, and the system and layout design for manufacturing environments, capturing the building blocks of lean transformation on a shop floor level"--
This book explains the implementation of just in time (JIT) production in an industrial context, while also highlighting the application of various, vital lean production tools. Shifting the trade-off between productivity and quality, the book discusses the preparation stages needed before implementing a JIT system. After an introduction to lean manufacturing and JIT, it introduces readers to the fundamentals and practice of Kaizen, paying special attention to lean manufacturing tools. The book demonstrates how to use the 5S approach (with the stages of Seiri, Seiton, Seiso, Seiketsu and Shitsuke), Standardized Work, Single Minute Exchange of Die (SMED) and the Kanban system. In brief, the book provides an understanding of the processes associated with the application of these tools and highlights the benefits attained by companies that have implemented JIT systems. Throughout the book, a real-world case study is used to deepen readers’ understanding of how lean manufacturing tools can be implemented. The book is ideally suited for executive courses in industrial engineering and management, but can also be used for upper undergraduate and graduate courses at universities.
Several in-depth studies have verified the positive impact of lean techniques on performance indicators in production environments. Studies performed on warehouse environments have partially confirmed this. This thesis helped to close the gap between the disparities in the level of evidence mentioned above. A study was conducted that included 16 warehouses in an observation group and 56 warehouses in a control group. These significant results help close the gap in the evidence.
“Simulation-based Case Studies in Logistics” presents an intensive learning course on the application of simulation as a decision support tool to tackle complex logistic problems. The book describes and illustrates different approaches to developing simulation models at the right abstraction level to be used efficiently by engineers when dealing with strategic, tactical or operational decisions in logistic systems. 11 simulation-based case studies in logistics and supply chain management are discussed, based on the results of applied research, covering application areas such as production logistics, warehousing, transportation, material flow management, and hospital logistics. “Simulation-based Case Studies in Logistics” is an essential text for postgraduate engineering students and researchers working in the area of logistics modeling and simulation.
This handbook begins with the history of Supply Chain (SC) Engineering, it goes on to explain how the SC is connected today, and rounds out with future trends. The overall merit of the book is that it introduces a framework similar to sundial that allows an organization to determine where their company may fall on the SC Technology Scale. The book will describe those who are using more historic technologies, companies that are using current collaboration tools for connecting their SC to other global SCs, and the SCs that are moving more towards cutting edge technologies. This book will be a handbook for practitioners, a teaching resource for academics, and a guide for military contractors. Some figures in the eBook will be in color. Presents a decision model for choosing the best Supply Chain Engineering (SCE) strategies for Service and Manufacturing Operations with respect to Industrial Engineering and Operations Research techniques Offers an economic comparison model for evaluating SCE strategies for manufacturing outsourcing as opposed to keeping operations in-house Demonstrates how to integrate automation techniques such as RFID into planning and distribution operations Provides case studies of SC inventory reductions using automation from AIT and RFID research Covers planning and scheduling, as well as transportation and SC theory and problems
The Boeing Company is the world's largest aerospace company and is constantly evaluating improvement opportunities to the production system. It is of ongoing interest to the company to have to tools to assess new manufacturing sites. Among the required tasks for such an effort, engineers must identify the processes and capabilities that will be needed. A critical element of this study is the system of internal logistics processes that could manage the flow of parts and material throughout a site. Planning the capacity of these processes is difficult when many of the parameters are uncertain and yet to be determined. This thesis proposes a method for estimating capacity requirements of internal logistics processes by employing the concepts of queuing theory and Little's Law. Using this methodology, a process model was developed and validated by discrete event simulation to provide process planners with an understanding of the relationship and importance of numerous parameters. This understanding allows planners and management to assess the capacity requirements of the processes in terms of projected costs and performance. Values of wait times predicted by the proposed model were in strong agreement with values observed from simulation (R-squared of 96.4%; MAPE of 14.9%) suggesting that the proposed methodology represents an easy-to-use and accurate representation of process parameters. In order to improve the applicability of capacity recommendations for Boeing, further refinement is needed of underlying process parameters as well as cost modeling of threshold parameters (k and pn_max).
Enna's Lean Supply Chain & Logistics Simulation will help your company realize its goal of becoming more Lean, more agile, and taking a lead over the competition. This is a hands-on simulation that demonstrates the effectiveness of Lean in the specialized context of the Supply Chain, Logistics, and Distribution environment. Throughout the three rounds of the simulation the participants will learn the importance of reducing batch size and streamlining the process flow, as well as learning how to apply new concepts. Step by step, team members become familiar with Lean and take these Lean concepts and apply them directly during the simulation. By dealing with everything from orders received, working with the supplier, and finally shipping the product, the participants will gain an understanding of the importance of seeing the entire Supply Chain. The simulation comes with a Flash presentation, including a results tracking sheet that is completed at the end of each round in order to help visualize improvement and profitability. Through a subtle change between Rounds 1 and 2, and a larger Lean transformation after Round 3, the benefits of Lean will become clearly apparent. Not only does this visualization help the participants see and experience Lean, but also how it will be advantageous to them and their own job.
This book provides an overview of the key transportation management processes from a shipper’s perspective. It enables managers to gain quick insight in the added value of transportation as a strategic differentiator, its key drivers, and guidelines on how to use them in an effective and efficient decision-making process. It explains how to identify and eliminate waste using basic Lean tools and proven concepts. The reader is guided on how to start implementing the Lean methodology and best practices in the industry to realize significant savings. Companies such as Adidas and Amazon are using transportation to increase sales by delivering purchased products faster than the competition. These companies do not treat transportation as a cost center. They are not focusing on reducing transportation spending. They allow customers to buy any product that is available in any store or warehouse and have it delivered to their homes. By delivering faster than the competition, they increase sales. At the same time, they lower their total supply chain costs as faster deliveries lead to fewer returns. Reduction of returns means higher sales and lower transportation costs for returns. The result is higher profits while creating more value for the customer. Transportation is moving from a cost center towards a profit center. The traditional logistics service providers are perceived to not innovate fast enough. Top management must understand the transportation management basics and use it in their strategic decision-making. They should be involved in discussions on how to organize the transport management function in the best way and how to use it as a service differentiator. Transportation is more than the efficient movement of supplies, sub-assemblies and final products. In addition, it is more than the key performance indicators on the business-balanced scorecard. Transportation management professionals fail to catch top management’s attention due to the use of technical language. It is more difficult to understand transportation key performance indicators such as loading degree, net and gross pick-up and delivery reliability. It is easier to get top management attention when talking about lost sales due to stock-outs, lost tenders due to long delivery times, high inventory holding and scrap costs.